Saturday, 20 January 2018, 7:55 AM
Site: KW Foundation | Campus
Course: KW Foundation | Campus (KWSN | KW Foundation Social Network & Campus)
Glossary: Glosario eSalud | eHealth Glossary
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A Clinical Approach to Population Stratification Analytics

by System Administrator - Wednesday, 8 July 2015, 10:22 PM

White Paper: A Clinical Approach to Population Stratification Analytics

Dispelling the Myths of Traditional Risk Segmentation Models used in Population Health Management Programs

This white paper will introduce a new methodology for stratifying populations and identifying individuals for effective clinical interventions and wellness initiatives. We call this the Care Pathways framework.

Unlike the traditional risk segmentation approach—which assigns individuals into a high, moderate, or low risk category—the Care Pathways approach focuses on an individual's entire healthcare journey by segmenting the population into nine clinically-relevant stages of a condition.

In the paper we will discuss:

  1. The benefits of using Care Pathways to support a longer-term health management strategy that focuses on 100% of the population.
  2. The limitations of the traditional high-moderate-low risk stratification approach and how
    Care Pathways  points to potentially missed opportunities.
  3. A more comprehensive and accurate approach for predicting the likelihood of costly catastrophic events across a population.


Please read the attached whitepaper.

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A Guide to mHealth in Your Next Clinical Trial

by System Administrator - Tuesday, 28 April 2015, 5:37 PM

A Guide to mHealth in Your Next Clinical Trial


A series of questions and answers with industry experts from  BBK Worldwide, Oracle, the Michael J. Fox Foundation and the Institute for Aging Research that provides useful insight into the state of mHealth today, its future potential and how to overcome any perceived risk associated with innovation.

Industry Experts Weigh in on the Benefits and Risks Associated with mHealth Adoption

It is hard to dispute the fact that mHealth technology works. It is quickly becoming the new norm in healthcare and for good reason. While the clinical trial industry has traditionally been slow to adopt technology in key engagement areas, innovation in this area has quickly evolved in recent years. The industry has seen the development of apps that are working to provide anytime, anywhere access to information, whether for study patients, investigative sites or sponsors of clinical research, all critical to study success. Additionally, the development of medical-grade sensors utilized through wearables is being introduced, evolving how large data streams are aggregated and put to good use throughout the course of a study.

Much of the mHealth technology on the market today provides the same functionality that sites have been providing for years, but in a more streamlined fashion. It allows information to be aggregated through a device most people are already utilizing on a regular basis – their phone. This being said, embracing new innovation does not come without risk and mHealth is no exception.

The following pages provide useful Q&As with a variety of experts that are innovating in the areas of mHealth and putting new mobile health technologies to good use within the clinical trial setting. We hope the content inspires you to put mHealth to good use in your next clinical trial.

For more about mHealth, visit our blog:

Please read the attached whitepaper.

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A Successful Patient Engagement Strategy

by System Administrator - Wednesday, 28 January 2015, 5:10 PM

5 Elements of a Successful Patient Engagement Strategy

In recent years, there has been a great deal of discussion about how to engage patients in their care. Patient engagement has always been considered a good thing in practices and health care organizations. Today it is vital to the business of delivering care. Why the shift? Patient engagement is an essential strategy for achieving the “triple aim” of health care:

  • Improving the patient experience
  • Advancing population health
  • Reducing costs

Please read the attached whitepaper.

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Accelerated Practices (AP) Program

by System Administrator - Wednesday, 4 November 2015, 7:55 PM

Introducing the Accelerated Practices (AP) Program: An Innovative Way to Help Health Systems Accelerate and Sustain Outcomes Improvement

by Dr. Bryan Oshiro, Dr. John Haughom and Sherry Martin

We are excited to announce the launch of Health Catalyst Academy’s Accelerated Practices (AP) Program. This program has been uniquely designed by healthcare and quality improvement professionals with one goal in mind: to prepare healthcare teams to accelerate their own outcomes improvement. Such improvements are critical in an industry that faces a profound need for change with the move from fee-for-service to value-based care.

The Urgent Need for Healthcare Transformation

There is an unprecedented level of complexity overwhelming our healthcare systems and the people trying to practice within them. Far too many outcomes are inadequate. The level of harm patients experience when seeking healthcare services is not acceptable. Costs are out of control and waste is widespread.

There are many reasons for this, including competition for scarce resources; lack of permanent, integrated teams to follow through with initiatives; frustrated clinicians who don’t feel as though they have organizational support; and a lack of meaningful data-driven insights to improve care processes.

Because the current healthcare system was designed for a fee-for-service business model, it isn’t up to the task of delivering optimal care, reducing costs, and improving patient satisfaction. To move to a value-based care model, a significant transformation needs to occur. And occur quickly. It is time to accelerate outcomes improvement. Getting there requires an approach that will not only change the systems of care delivery but also change the culture.

Succesfully Tackling the Healthcare Challenges

Despite facing many challenges, some health systems have overcome the hurdles to realize significant gains in quality and cost outcomes. How? By giving caregivers the tools to gain the data-driven insights and training they need to lead change and implement quality improvement initiatives. Take, for example, Intermountain Healthcare. Back in the 1980s, the organization proved that quality improvement and change leadership principles could be used by data-driven teams to significantly improve care and reduce costs. Because the results were so successful, the organization implemented an Advanced Training Program in Healthcare Delivery Improvement (ATP) course in 1992.

Since the introduction of Intermountain’s ATP, many healthcare professionals with various backgrounds from around the world have graduated from the course. Yet because of the program’s success, there is now a lengthy waiting list to attend. As a result of the wait, other organizations have created their own ATP courses to fill the demand for this critical knowledge. But there still aren’t enough programs for everyone to attend even though change needs to happen now. That is why we’re offering an Accelerated Practices (AP) program modeled after the original ATP course—to provide more learning opportunities for those who need it.

What Is the AP Program?

The AP Program is a highly immersive, project-based learning experience that healthcare industry experts have spent a lot of time developing. The goal of the program is for participants to leave with the tools and knowledge they need to achieve significant improvements for their organizations. They will also learn how to communicate the need for change in this new value-based care environment by using data and proven leadership principles.


A course participant raises the team’s answer to a presenter’s question.

Content for the program is primarily based on the teachings of Edward Deming and Ronald Heifetz. Deming was a scholar and teacher who is known for developing quality improvement theories and principles such as the Plan-Do-Study-Act (PDSA) Cycle. Heifetz is the Founding Director of the Center for Public Leadership and is known for developing an adaptive leadership model.

Don’t expect a passive learning environment, though. Instead, participants will interact with other participants, mentors, and faculty. And because class size is limited to 40 students, participants will have many opportunities to learn from each other through discussions, interactive activities, and the assignment of a group outcomes improvement initiative.


Participants balance feathers to learn about perspective during a presentation on the fundamentals of adaptive leadership.

Key Highlights of the AP Program

The AP Program will stretch participants’ left and right brains as they progress through the course. Some examples of what they’ll experience include:

Experienced and notable faculty and coaches:

Participants will interact with and learn from many experts during each session—from Health Catalyst faculty and coaches to notable guest faculty from other organizations. Faculty members are knowledgeable and respected experts in their field and will lead discussions and presentations. Coaches attend the entire course, so participants can interact with them at any time to ask questions. Coaches are also available between sessions through phone calls or email.


A team works together to identify intervention strategies to solve the vexing problems facing their organizations.

Faculty serving as coaches will also provide guidance to a designated team of participants and facilitate small group meetings. This enables each participant to gain a deep understanding of the concepts taught. As participants work through various assignments with their coach, they will also learn how to apply their new knowledge to the real-world problems facing their organizations.

Participants will also learn from guest faculty. Examples of previous guest faculty include:


A team meets with their coach to discuss actual problems they are dealing with (e.g., reaching agreement on the best intervention or the most effective way to engage stakeholders) as they work on their improvement project.

Hands-on, experiential sessions:

Trying to learn new concepts without practice isn’t an effective way to learn. This is why our program includes many hands-on activities. Such activities are strategically place throughout each presentation and range from group discussions to team problem-solving activities to participant interaction with props to demonstrate specific principles.


A participant demonstrates the effects of focusing on physician outliers through the use of colored silly putty.

The participants themselves:

Participants come from all over the United State and have varied healthcare backgrounds. Because everyone has different experiences, the classroom becomes a lively forum for knowledge sharing.

Assignments and final project:

Some of the key advantages to attending the AP Program are the homework assignments and the completion of an outcomes improvement project. This work is done with a team, which gives particants a hands-on experience to apply what they’ve learned. For the final improvement project, teams are given tools to help them choose a problem that aligns with their senior management’s goals. This allows teams to provide a tangible return on investment to their AP Program sponsor.

Topics covered:

During the course, participants will learn about the following topics and tools:

  • Quality improvement methods and tools, such as the Plan-Do-Study-Act Cycle; problem statements; aim statements; fishbone and cause and effect diagrams; Lean methodology; and the Pareto principle
  • Adaptive leadership strategies for leading transformation and managing change
  • Quality improvement implementation strategy and how to quantify a return on investment
  • Data system design including data quality, information management, and data governance
  • Healthcare policypolitics
  • Evidence-based medicine and physician and staff engagement
  • Statistical design including variation analysis, run charts, and statistical process control charts
  • Protocol development, implementation, and testing
  • Clinical integration structure and governance models to sustain and spread improvement interventions


Graduation is a time for participants (and their sponsor) to celebrate all the work and learning that went into completion of the program. Graduation also means that participants have designed an improvement initiative they can take home to implement at their organization. Because this day represents the culmination of many months of hard work and newly gained actionable knowledge, graduates often proudly display their AP Program’s framed certificate next to, and sometimes above, other key academic achievements.

Course duration:

The AP Program includes a total of 10 in-person sessions that are spread over five months. This extended format provides teams with the time, tools, and instruction they need to generate meaningful outcomes through their own improvement initiative. The first nine sessions are dedicated to learning; the tenth session includes project presentations and a graduation ceremony and celebration.

Who Should Attend?

The course has been specifically designed for health professionals whose roles enable them to address the changes and challenges in the current healthcare environment. In specific, we recommend the following health professionals* because they’ll graduate with the knowledge of how to implement improvement initiatives at their organizion:

  • Physicians and clinicians
  • Clinical operations leaders
  • Quality improvement professionals
  • Senior leaders

We also recommend that teams come from the same organization and have a senior level sponsor. This provides the best way for organizations to realize immediate gains and a return on investment for the team’s attendance.

*This activity has been approved for AMA PRA Category 1 Credits™.


Participants present their solution to the entire class during an in-class activity.

A Quick Summary of the AP Program

The bottom line: healthcare needs to change because the current system doesn’t work. There isn’t a simple fix, but with the right tools, knowledge, engagement, and organizational support, health systems will be able to see significant gains in outcomes improvement. It’s already happening at places like Intermountain Healthcare, Texas Children’s Hospital, Crystal Run Healthcare, Kaiser Permanente, Allina Health, and Stanford Health Care to name a few. This is why we’ve developed an AP Program—so other organizations can gain the knowledge and tools to survive and thrive in this new era of opportunity. Once participants finish the AP program, they’ll be able to:

  • Lead data-driven, team-based improvement initiatives
  • Improve effectiveness, efficiency, and safety outcomes
  • Improve clinical and nonclinical healthcare service delivery
  • Reduce waste and minimize inappropriate variation in processes
  • Become champions for local improvement education and change
  • Improve cost outcomes

For more information and to register for an upcoming course, visit


A sample AP Program schedule

Dr. Bryan Oshiro


Bryan Oshiro, MD joined Health Catalyst in January 2014 as the Medical Director. He received his medical degree and completed his residency in Obstetrics and Gynecology at Loma Linda University School of Medicine and completed his fellowship in Maternal-Fetal Medicine at the University of Texas in Houston before moving to Salt Lake City to join Intermountain Health Care and served as the Medical Director of the Women and Newborn Service line. He also was a member of the department of Obstetrics and Gynecology at the University of Utah. He then joined Loma Linda University where he became the division director of Maternal-Fetal Medicine and the vice-chairman for the department of Obstetrics and Gynecology. He co-chairs the American College of Obstetricians and Gynecologists Patient Safety Committee for District IX and received the Elaine Whitelaw Service Award from the March of Dimes for his work on a 5 state initiative to eliminate elective deliveries less than 39 weeks gestation.

Dr. John Haughom


John Haughom, MD is an experienced healthcare executive with proven expertise in technology-enabled innovation, developing results-oriented strategic plans, leading multifaceted organization-wide change, and directing complex operations. He has a strong record of turning vision into effective strategies and successfully implementing initiatives resulting in value including higher quality, safer care at the lowest possible cost. His broad knowledge of healthcare and emerging healthcare technologies is coupled with his recognized leadership abilities, strong communication skills, and demonstrated ability to contribute to organizational goals such as improved clinical outcomes, lower costs, improved access to care, and increased profitability. After practicing for 15 years as an internist and gastroenterologist, Dr. Haughom assumed a senior executive role with responsibilities for system-wide automation, budgeting, customer support, database administration, healthcare delivery, information technology, quality control, research, safety, and strategic planning. Dr. Haughom became President and CEO of a firm focused on health care transformation through consulting, strategic planning, mentoring inexperienced physician leaders, involvement in regional and national reform movements, membership on boards of leading edge organizations committed to improving the value of healthcare, and partnership with other like-minded organizations with similar aspirations and goals. As Senior Vice President of Clinical Quality and Patient Safety for the premiere health care system in the Northwest spanning three states (Oregon, Washington and Alaska), Dr. Haughom developed and implemented a system-wide quality improvement strategy, comprehensive patient safety plan, and comprehensive system-wide information technology strategy.

Dr. Sherry Martin


Sherry Martin, Med, MT joined Health Catalyst in 2014. Before joining Catalyst she worked as Vice President, Process Improvement from University of Texas M.D. Anderson Cancer Center, and worked to fully implement the Clinical Safety and Effectiveness Program before retiring. Sherry served as a University of Texas Fellow for Clinical Effectiveness from 2004 until 20011. Since 2011, Sherry has worked as an independent consultant with organizations to implement improvement courses. She also contracted with the National Quality Center (Health Research Inc) to provide consultative services to Ryan White funded HIV clinics in the US.


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Acceso vs Privacidad

by System Administrator - Saturday, 2 August 2014, 12:59 AM

Acceso vs Privacidad: Cuestiones de ética de la información enfrentan a los profesionales de datos


Las preguntas sobre la ética de datos se han elevado en la palestra de profesionales de primera línea a raíz de las revelaciones de recopilación de datos de la NSA y otras noticias.

Continuar leyendo


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ACHE 2015: Value-based care models heighten need for science-based measures

by System Administrator - Tuesday, 17 March 2015, 3:06 PM

ACHE 2015: Value-based care models heighten need for science-based measures

National Quality Forum CEO Christine Cassel calls for improvement of quality measures

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Alma-Ata 1978 - Atención Primaria en Salud

by System Administrator - Wednesday, 30 December 2015, 10:33 PM



A casi 4 décadas dela Declaración de Alma-Ata


Foto de la Conferencia de Alma-Ata

La Conferencia internacional de atención primaria de salud, reunida en Alma-Ata el día 12 de septiembre de 1978, expresando la necesidad de una acción urgente por parte de todos los gobiernos, de todos los profesionales sanitarios y los implicados en el desarrollo, y por parte de la comunidad mundial, para proteger y promover la salud para todas las personas del mundo, establece la siguiente Declaración:

  • I. La Conferencia reafirma con decisión, que la salud, que es un estado de completo bienestar físico, mental y social, y no sólo la ausencia de enfermedad; es un derecho humano fundamental y que la consecucióndel nivel de salud más alto posible es un objetivo social prioritario en todo el mundo, cuya realización requiere la acción de muchos otros sectores sociales y económicos, además del sector sanitario.
  • II. La existente desigualdad en el estado de salud de las personas, particularmente entre los países desarrollados y los países en vías de desarrollo, así como entre los diversos países, es inaceptable política, social y económicamente y, por tanto, implica de manera común a todos los países.
  • III. El desarrollo económico y social, basado en un nuevo orden económico internacional, es de una importancia básica para poder conseguir de manera completa la salud para todos, y para reducir la diferencia en el estado de salud existente entre los países desarrollados y los países en vías de desarrollo. La promoción y protección de la salud de la población son esenciales para mantener el desarrollo económico y social, y contribuyen a una mejor calidad de vida y a la paz en el mundo.
  • IV. Las personas tienen el derecho y el deber de participar individual y colectivamente en la planificación e implementación de su atención sanitaria.
  • V. Los gobiernos tienen la responsabilidad de la salud de sus poblaciones, que puede ser conseguida sólo mediante la provisión de unas medidas sanitarias y sociales adecuadas. Un objetivo social principal de los gobiernos, organizaciones internacionales y el total de la comunidad mundial para las próximas décadas, debería ser la promoción, para todos los habitantes del mundo, en el año 2000, de un nivel de salud que les permitiera llevar a cabo una vida productiva social y económicamente. La atención primaria de salud es la clave para conseguir este objetivo como parte del espíritu de justicia social del desarrollo.
  • VI. La atención primaria de salud es atención sanitaria esencial, basada en la práctica, en la evidencia científica y en la metodología y la tecnología socialmente aceptables, accesible universalmente a los individuos y las familias en la comunidad a través de su completa participación, y a un coste que la comunidad y el país lo pueden soportar, a fin de mantener cada nivel de su desarrollo, un espíritu de autodependencia y autodeterminación. Forma una parte integral tanto del sistema sanitario del país ( del que es el eje central y el foco principal) como del total del desarrollo social y económico de la comunidad. Es el primer nivel de contacto de los individuos, las familias y las comunidades con el sistema nacional desalud, acercando la atención sanitaria al máximo posible al lugar donde las personas viven y trabajan, constituyendo el primer elemento del proceso de atención sanitaria continuada
  • VII. La atención primaria sanitaria: (1) Refleja las condiciones económicas y socioculturales, así como las características políticas del país yde sus comunidades, desarrollándose a partir de ellas, y está basada en la aplicación de los resultados apropiados de la investigación social, biomédica y de servicios sanitarios, así como en la experiencia sobre salud pública.(2) Se dirige hacia los principales problemas sanitarios de la comunidad, y para ello, proporciona y promueve servicios preventivos, curativos y rehabilitadores.(3) Incluye como mínimo: eduación sobre los problemas sanitarios más prevalentes y los métodos para prevenirlos y controlarlos; promoción sobre el suministro de alimentación y de correcta nutrición; adecuado suministro de agua potable y saneamiento básico; asistencia maternal e infantil, incluyendo la planificación familiar; inmunización contra las principales enfermedades infecciosas; prevención y controlde las enfermedades endémicas locales; apropiando tratamiento de las enfermedades comunes y los traumatismos, y provisión de los medicamentos esenciales.(4) Implica, además del sector sanitario, a todos los sectores relacionados y a diferentes aspectos del desarrollo nacional y comunitario, en particular, la agricultura, los animales de labranza, la industria alimentaria, la educación, la vivienda, los servicios públicos, las comunicaciones y otros sectores, y solicita los esfuerzos coordinados de todos estos sectores, y solicita los esfuerzos coordinados de todosestos sectores.(5) Requiere y promociona un autodesarrollo comunitario e individual al máximo posible, conparticipación en la planificación, organización, desarrollo y control de la atención primaria sanitaria,haciendo un uso más completo de los recursos locales y nacionales y de otros recursos disponibles; ypara finalizar, desarrolla, a través de una formación apropiada, la habilidad de las comunidades paraparticipar.(6) Debería mantenerse por sistemas de interconsulta integrados, funcionales y mutuamente apoyados,con vistas a una mejora progresiva e integrada de la atención sanitaria para todos, y dando prioridad alos más necesitados.(7) Se desarrolla a niveles locales y a niveles de apoyo, mediante los profesionales sanitarios, incluyendoa los médicos, enfermeras, comadronas, auxiliares y asistentes sociales, en lo que corresponda, así comolos tradicionales y necesarios médicos de cabecera, correctamente formados social y técnicamente para ejercer como un equipo sanitario a fin de responder a las necesidades sanitarias expresadas por la comunidad.
  • VIII. Todos lo gobiernos deberían formular políticas nacionales, estrategias y planes de acción para establecery mantener la atención primaria sanitaria como parte de un sistema nacional de salud integrado y encoordinación con otros sectores. Para este fin, será necesario ejercitar voluntades políticas, a fin demovilizar los recursos del país y utilizar racionalmente los recursos externos disponibles.
  • IX. Todos los países deberían cooperar con un espíritu de fraternidad y de servicio para asegurar la atenciónprimaria sanitaria a toda la población, ya que la consecución de la salud, por parte de la población de unpaís, directamente afecta y beneficia a cualquier otro país. En este contexto, el informe conjunto OMS/UNICEF sobre atención primaria constituye una base sólida para el futuro desarrollo y establecimiento dela atención primaria sanitaria en todo el mundo.
  • X. Puede conseguirse un nivel aceptable de salud para todo el mundo en el año 2000, mediante unautilización mejor y más completa de los recursos mundiales, una considerable parte de los cuales segastan hoy día en armamento y conflictos militares. Una política genuina de independencia, paz ydesarmamento podrían ser bien empleados en objetivos pacíficos y, en particular, en la aceleración deldesarrollo social y económico, entre los que la atención primaria sanitaria, como parte esencial, deberíarecibir su parte proporcional adecuada.La Conferencia internacional sobre atención primaria de salud realiza un llamamiento urgenete y efectivopara una acción nacional e internacional a fin de desarrollar e implementar la atención primaria sanitariaen todo el mundo y, particularmente, en los países en vías de desarrollo, con un espíritu de cooperacióntécnica y en consonancia con el nuevo orden económico internacional. Urge, por parte de los gobiernos,de la OMS, de la UNICEF y de otras organizaciones internacionales, así como por parte de agenciasmultilaterales o bilaterales, organizaciones no gubernamentales, agencias de financiación, todos losprofesionales sanitarios y el total de la comunidad mundial, mantener la obligación nacional einternacional hacia la atención primaria sanitaria y canalizar un soporte técnico y financiero cada vezmayor, particularmente en los países en vías de desarrollo. La Conferencia hace un llamamiento a todos los foros mencionados para colaborar en introducir, desarrollar y mantener la atención primaria sanitaria,de acuerdo con el espíritu y contenido de esta Declaración.
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Alternative Payment Models (APMs)

by System Administrator - Wednesday, 19 July 2017, 4:19 PM

Infographic: Quick Guide to Alternative Payment Models (APMs)


Alternative Payment Models (APMs) are the most advanced options under the Medicare Access and CHIP Reauthorization Act’s (MACRA) Quality Payment Program. APMs offer the highest incentives and could be the preferred model of the future. But APM requirements are complex — and some don’t even qualify for MACRA. Where do you stand? Here’s an overview of some of the current guidelines.

Please read the attached whitepaper.

Download Related White Papers and Webcasts 
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An Expedient Strategy for Image-Enabling an EHR

by System Administrator - Wednesday, 8 April 2015, 8:12 PM

An Expedient Strategy for Image-Enabling an EHR


by MERGE Helathcare

For large scale healthcare providers including ACOs, large hospital networks, and physician groups, the fundamentals of care coordination can be daunting. Clinical images and important patient information is, in many cases, scattered across any number of locations, facilities, departments, and systems.

With Meaningful Use Stage 2 attestation requirements looming, acceleration in the shift from volume to value-based models and the need for Health Information Exchange (HIE) development, enterprise image management has now become a key mission for healthcare IT providers to connect clinicians across the continuum of care.

This white paper discusses the current state of clinical images in the context of the contemporary healthcare provider, and technologies necessary to facilitate future enterprise-level initiatives for hospitals and health systems.

Readers of this new report will:

  • Identify the inherent data exchange challenges associated with connecting imaging systems between departments (PACS, Non-PACS, informal, etc.)
  • Recognize challenges and benefits associated with launching of a Vendor Neutral Archive (VNA) driven system to create the “image-enabled” EHR
  • Diagram the concept of Universal Viewing, and the blueprint for enterprise level image management to support future initiatives

Download this free white paper to take your first steps toward an image-enabled EHR, universal image viewing across departments, and coordinating for better patient outcomes.

Please read the attached whitepaper.

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Analysis of mobile health apps, BYOD security

by System Administrator - Thursday, 18 June 2015, 6:48 PM

Analysis of mobile health apps, BYOD security

by Shaun Sutner and Kristen Lee

SearchHealthIT reporters Shaun Sutner and Kristen Lee talk about the security of mobile health apps, as well as wearable technology and telemedicine.

Just as other industries have, healthcare has embraced mobility enthusiastically.

Citing a Food and Drug Administration (FDA) report, the American Medical Association in a release this week noted that about 500 million smartphone users around the world will be using a mobile medical app this year. That number is expected to spike to 1.7 billion smartphone and tablet users by 2018.

Along with the explosive growth in mobile technology comes extensive concerns about the security of bring your own device practices, mobile health apps and even wearable health devices and connected medical devices that are part of the Internet of Things.

In this podcast, SearchHealthIT writers Shaun Sutner and Kristen Lee talk about their research into mobile health IT security, which is the focus of the upcoming issue of Pulse, SearchHealthIT's digital magazine.

A major issue Sutner discusses in his Pulse story is the lack of security of many of mobile apps, a worry explored in-depth by a recent Ponemon Institute study.

Providers have countered security vulnerabilities in mobile health apps by testing apps themselves, setting up in-house "app stores" and using containerization technology to wall off their apps from users' other apps on devices.

As Lee reports, while the mood among healthcare CIOs and CISOs is grim when it comes to mobile security, data integrity on tablets and smartphones is only a facet of larger worries about the security of healthcare data networks.

Also, such security concerns are not deterring providers from moving into the world of mobility because mHealth has so many demonstrable benefits, including patient engagement, telemedicine and value-based care.

Meanwhile, Sutner says in the podcast that the simultaneous proliferation of wearable health technology, from consumer fitness trackers and smartwatches to more sophisticated, FDA-approved Class II devices, is raising its own security and privacy issues.

As for telemedicine, Lee reports that state regulators in Texas recently bucked the trend of states giving reimbursement parity to telemedicine by making it harder for doctors to prescribe drugs remotely and for patients in Texas to receive remotely prescribed medications.

Let us know what you think about the story or the security of mobile health apps; email Shaun Sutner, news and features writeror contact @SSutner on Twitter.

Next Steps: